S7E14 – Scaling SaaS in 2026: AI Adoption, Pricing Shifts & Efficient Growth with Romy Kotler – de Groot

How will B2B SaaS Scaling be like in 2026, with AI Adoption, Pricing Shifts for Efficient Growth? This is quickly becoming the central focus for B2B SaaS leaders, as companies navigate rapid changes in technology, customer expectations, and competitive pressure. Recorded live at the SaaS Summit in Amsterdam, this episode of the Grow Your B2B SaaS podcast features a candid conversation with Romy de Groot, Chief of Staff at Atlassian. Drawing on her experience across startups, scale-ups, and Booking.com during the pandemic, Romy explains what will truly separate the SaaS companies that thrive in 2026 from those that fall behind, as AI transforms product development, pricing models evolve, and efficient growth becomes the new baseline for success.

Meet Romy: Strategy, Scaling, and Operating Globally

Romy introduced herself as Chief of Staff at Atlassian, nearly four years into the role, following time across startups, scale-ups, and strategic work at Booking.com. With experience in both early-stage environments and multi-billion-dollar companies, she brings a grounded understanding of what real-world scaling requires in today’s unpredictable climate.

What Will Separate the Winners in 2026?

When asked what will set high-growth SaaS companies apart in 2026, Romy pointed to a mix of speed, clarity, and operational discipline. The companies that pull ahead will be the ones that adopt AI quickly, rethink traditional pricing assumptions, manage costs sharply, and deliver faster with modern ways of working. AI itself becomes a major expense category, making operational decisions even more critical. No single lever defines success anymore; it is the combination that determines who wins.

Pricing Becomes Less Predictable and Moves Toward Value and Impact

Romy expects pricing models to undergo a meaningful shift. While many enterprise contracts remain locked for several years, SaaS pricing is already moving toward value and impact rather than pure user count. Forecasting becomes more difficult because companies may employ dramatically fewer end users as AI reshapes roles. A team of 400 junior developers today might operate with 20 tomorrow, which fundamentally changes traditional user-based economics. As uncertainty grows, sales insights become essential for shaping pricing models that reflect real-world behavior.

Freemium Faces New Pressure in an AI-First Market

Romy explained that freemium models will need to be reimagined. AI-driven products are expensive to build, especially early on, and many companies are already facing slower sales cycles and reduced usage from customers. When development costs rise and revenue timelines extend, freemium becomes harder to sustain. She also noted meaningful differences between scaling in Europe and the US, driven by different funding environments and market dynamics.

AI and Automation: Hiring, Headcount, and How Work Actually Changes

Romy highlighted that AI’s impact on teams varies by company stage. Early-stage startups still need core marketing, finance, and operations roles because nothing is built yet. As companies mature and layer in automation and LLM-driven systems, hiring needs shift toward fewer but more specialized roles, often distributed across new locations. Efficient growth requires efficiency and growth to move together, and when they diverge, it signals deeper issues. AI can meaningfully reshape workflows, but transitions are complex. She shared a simple example: the hours spent creating slide decks and commercial materials. In the future, specialized AI tools will handle most of that work, and more niche AI vendors will emerge to fill capability gaps.

Automating the Boring Tasks and Why Quality Still Matters

Romy agreed that AI can reduce junior-level workloads, but she urged realistic expectations. Current AI does not consistently match the quality of a skilled professional. While chatbots, scheduling tools, and meeting-prep assistants will continue improving, complex enterprise challenges still require human reasoning and collaborative problem-solving.

The New Challenges: Speed, Larger Competitors, and Fragile Products

Romy sees a new era where time-to-market and product durability define outcomes. Startups have less breathing room than before. A large platform like AWS or GitLab can quickly replicate and embed a capability, overtaking smaller companies. Faster delivery and tighter funding cycles make early execution essential. She also warned that products built quickly through no-code tools or LLMs often break because the underlying systems lack robustness. Building fast matters, but building something customers will pay for matters even more.

Sponsor Message: Reditus for Scalable SaaS Affiliate Growth

Reditus shared a message for B2B SaaS companies wanting referral and affiliate programs that drive actual growth. Built for SaaS, Reditus combines an in-app referral engine, a large network of SaaS affiliates, and AI-powered recruitment to bring relevant partners into your pipeline. With free migration, link continuity, and unified tracking and payouts, it helps SaaS companies scale an efficient channel without heavy upfront cost.

Reimagining GTM for 2026: Funding, Talent, and a Visionary Edge

If Romy were rebuilding a GTM motion from Europe, she would raise capital outside the region, hire strong and cost-efficient developer talent in India or Poland, and pursue a visionary angle with clear market fit. Differentiation matters more than ever, and companies need ideas that buy at least two years of runway before large players move into the same territory.

Is Raising Money Still Necessary?

Romy believes it is. Speed dictates outcomes, and competitors will use capital to build faster. The right investor also provides valuable networks. Bootstrapping may have worked in the past, but today’s market moves too quickly. A US competitor with millions in funding can simply hire more developers and outpace you, even if your idea is stronger.

Preserving Equity: Timing, Proof, and Valuation

Romy emphasized being deliberate with equity decisions. Timing your raise, proving value early, and establishing traction all influence valuation and long-term ownership. Raising before validating your product forces heavier dilution, while raising after landing enterprise customers increases valuation significantly. Still, AI products are expensive to build, which makes funding an unavoidable part of the equation.

No Golden Growth Loop Yet

Romy said it is too early to formalize a new universal growth loop. The market is still shifting, and while some older patterns will persist, much of what drives growth in 2026 will need to be adapted from emerging signals. This is a period defined by experimentation rather than established playbooks.

Advice for 0 to 10K MRR: Focus Narrowly, Sell Through Your Network, Price to Learn

For founders moving toward their first ten thousand in MRR, Romy emphasized niche focus, network-driven early sales, and intentionally low initial pricing. She encouraged offering modest two-year contracts to understand real value and build early champions. This stage is not about maximizing revenue; it is about learning quickly and validating your impact.

Advice for Scaling Toward 10M ARR: Reduce Cost, Hire Better, Build Partnerships, Fix the House

As companies move toward ten million in ARR, Romy advised reducing costs, hiring fewer but more senior people, leaning into innovation, and building partnerships with larger platforms. Many companies at this stage operate with “broken houses” built on manual systems and legal or operational risks. Fixing the foundation becomes essential. From there, teams must define their next horizon, whether that means expanding to the US, planning acquisitions, or moving toward enterprise-grade operations.

Beyond 10M ARR: Why Not Aim for a Billion?

Romy encouraged founders to expand their ambition. Few companies reach billion-dollar revenue levels, but the difference often lies in mindset. What if you built a 4,000-person company? What if you opened new offices or moved to the Bay Area? She noted that many major companies today emerged in the US and China, while Europe lagged partly due to limited ambition. The trajectory changes when ambition expands first.

The Foundational Question: What’s Your Exit Number?

Romy shared a question she believes every founder should answer early: What is your exit number? That number shapes decisions around capital, hiring, risk tolerance, and long-term strategy. Once defined, it becomes a guiding principle for every major choice ahead.

Final Thoughts and How to Connect

Romy blends realism with ambition. Her message is clear: move fast with structure, apply AI thoughtfully, rethink pricing models, hire with intent, raise strategically, and plan boldly. The next era of SaaS will reward teams that combine efficiency with innovation and ambition with discipline. You can connect with Romy on LinkedIn. If you enjoyed the conversation, subscribe to the Grow Your B2B SaaS podcast and reach out with guest ideas or sponsorship interest. To learn more about Reditus, visit getreditus.com.

Key Timecodes

• (0:00) – How Atlassian Scales SaaS With AI: Live From SaaS Summit Amsterdam
• (0:51) – The Ex-Booking.com Strategist Driving Atlassian’s Growth
• (1:09) – What Will Make or Break B2B SaaS in 2026
• (1:57) – The Death of Traditional SaaS Pricing?
• (2:17) – The Enterprise Contract Nightmare No One Talks About
• (2:58) – Per-Seat Pricing Is Dying—Here’s What’s Replacing It
• (3:27) – Freemium Is Broken in the AI Era—Here’s Why
• (4:11) – VCs Are Done Funding Your Freemium Dreams
• (4:27) – Will AI Kill Startup Hiring? The Brutal Truth
• (5:33) – The 2026 Efficiency Playbook Every SaaS Founder Needs
• (6:26) – AI Can Now Automate Your Boring Work—But Not What You Think
• (7:23) – GTM Teams vs AI: The Speed War Is On
• (8:12) – No-Code + AI: Build Fast, Break Faster?
• (8:43) – Why Every B2B SaaS Needs an Affiliate Engine Now
• (9:28) – If You Built a GTM From Scratch in 2026—Start Here
• (10:36) – Do You Even Need VC Money Anymore?
• (11:13) – Your $500 MVP Won’t Survive an $8M Pre-Seed Competitor
• (11:40) – The Smart Founder’s Equity Strategy for 2026
• (12:27) – There Is No SaaS Silver Bullet—Stop Searching
• (12:52) – How to Make Strategy When Nothing Is Certain
• (13:33) – The Real 0→10K MRR Blueprint (That Actually Works)
• (14:41) – How to Scale From $10M to Hypergrowth—What Changes
• (16:58) – From $10M to a Billion? The Founder Mindset Shift
• (17:24) – Set Your Number: How Your Exit Target Shapes Everything
• (18:55) – Connect With Romy De Groot
• (18:56) – Subscribe or Miss the Next Big SaaS Insights

Transcription

– Joran

Welcome back to the Grow Your B2B SaaS podcast. Today, I’m joined by Romy de Groot, who has worked across startups, scale-ups, and bigger organizations like Booking.com, and currently, she serves as Chief of Staff at Atlassian. We will explore what will separate SaaS companies that successfully scale in 2026 versus the ones that don’t, from how fast they adopt AI to how they rethink pricing cost and operational efficiency. Romeo will share why traditional subscription models will become less predictable, how AI may reshape premium and value-based pricing, and how automation will change hiring and daily operations, and a lot more. This episode is recorded live at the SaaS Summit in Amsterdam. Without further ado, let’s dive in. Welcome to the Grow Your B2B SaaS podcast. Could you quickly introduce yourself? Who are you and what do you do?

– Romy

Sure, not a problem. So my name is Romy. I’m a Chief of Staff. My background originally was also in startups and scaleups. And then I joined Booking. Com and I I was part of the strategy team over there. Very interesting during COVID times, naturally. And then I switched over to Atlassian, and I’ve been working there for almost four years now as Chief of Staff. Nice.

– Joran

And we’re going to talk about scaling today. So first of all, I guess, what do you think will separate the SaaS companies which are going to scale in 2026 and the ones who don’t?

– Romy

Gosh. That’s a very heavy question. Lots of different factors are involved, I think. Numerous factors. I think the obvious one is, of course, AI. How quickly are they adapting the AI strategy? But then also cost-related as well. I think in the beginning, especially also for these tech and SaaS companies, the model is often like a subscription-based model. I think with AI and the changes that we’re going to go through is not anymore the basic standard pricing model. That will have to be adjusted as well. How quickly can you adapt? What’s the speed that you can deliver things in? The way of working will be different, systems of thinking. Then, of course, the cost that will be involved with all of these new AI projects running. A lot of different components to it.

– Joran

We’ll try to start breaking it down because there’s a A lot of things, I guess, you mentioned here. Yes. First of all, I guess, maybe let’s start with pricing because indeed, you used to have a traditional SaaS where you just charge a monthly fee or an annual fee or however you do it. But now, I guess you see more outcome-based, value-based. Is that something you see happening a lot in 2026 with AI?

– Romy

I do see it, but I think a lot of these contracts after for enterprise companies, they’re set for three to four years. I think right now we’re not seeing the full effects of that. Also, I believe that companies are still adjusting themselves as well of where should we go? Do we hire? Do we not hire? What will be the new projections? That relationship between sales will be more and more important to really get a crisp of the market. I believe naturally a couple of years ago, our instinct was much better to be able to tell, Oh, this is how many licenses we will sell in the future because these companies will grow. But now we don’t know that. And that’s a very big component that I think will influence much more in the future the way we are going to build our pricing models.

– Joran

Yeah, because it is going to be less predictable, I guess.

– Romy

Much less predictable. What will be outsourced? What will we not need? In the beginning, we were making tools, general tools as well for junior developers. Will you still have in a company 400 junior developers? Or will that downsize to 20? Well, that’s going to impact your pricing model significantly. We’re going from a user model to maybe more of an impact value model will probably be more in the direction that we’re going. It’s just hard to dictate right now exactly when that will happen because people, of course, still sign up with the current contracts.

– Joran

Yeah. In the beginning, you also You mentioned cost. I guess traditionally we had premium models, which were just people using a product which already existed, but now you have the AI cost related to it. Do you think a premium model will still exist in the way we know it right now?

– Romy

Probably not. It probably has to adapt because of the investments that companies are making towards AI. The future of that will benefit them later on. But the beginning stages of building an AI product is very expensive. Companies can go different routes. But if you’re also the same time producing less sales, then it becomes a tricky business. So you’re asking for more money while companies are actually reducing their footprint. It becomes an interesting battle to see which one will actually take shape.

– Joran

I heard a lot today already. You can’t have a free-you model if you’re not VC-backed. That’s almost the outcome, I guess, what I can take out of the day.

– Romy

It’s, of course, different with Europe and in the US, right? Will we be able to scale so significantly in Europe compared to the US without backing? Probably not.

– Joran

No. And one aspect you mentioned is, I guess, people and enablement of people with AI. How do you think AI and automation will impact scaling? Will it reduce headcount or will it just change the type of people you’re going to hire?

– Romy

I think that’s a very interesting question, and I would probably answer it in a couple of different ways. It depends on which stage of the company you’re in. Some things will be fixed and some things will be variable. When you’re a small team, you probably will need still the basic roles. You’ll need someone for marketing, you’ll need someone for operations, for CFO. But once you start scaling, and some of the things with automations and LL models are taking place, then most likely you’ll need less. But there’s a threshold. I think for the beginning phases of a startup, you will need people because a lot of it’s still very hands-on. Nothing is built. But are you more of a mature company? Then most likely you’ll see more downsizing happening or at least hiring in different locations than what we typically would see.

– Joran

I think you also mentioned a little bit efficiency. So all-size company want to grow, but then we now have the efficient growth coming up as a term. How do you see that balance coming up? Still maintaining growth while becoming more efficient in 2026?

– Romy

I think it should in a perfect setup, should be in parallel because a perfect setup means you’re also efficient and vice versa. So if one of them is not set up correctly, it means you have to fix something or something is broken in your organization. I think by teaching people or enabling AI to set up correctly will save a lot of time. More and more tools are coming on the market that can replace the current ways of how we’re now working, which is scary. Let’s take, for example, PowerPoints or slides. How many hours program management will spend maybe on building these or commercial decks? Maybe 80% of that can be done by a good AI software company in the future, specializing that. I do think we will see more niche companies coming because generally AI It’s amazing, but it’s still general and we’ll need more prompts in the right buildings on how to make that suited for people. That will come, I think. But a lot of the maybe day-to-day of what we used to will be more automated.

– Joran

I spoke to somebody today and said the AI companies I’ve seen working are automating the boring tasks, like actually doing the things nobody wants to do. How do you see that?

– Romy

Yes and no. It depends on which level we’re talking about. Maybe at a very junior level, yes, they can do that. But then the outcome is Also, you can have high expectations for the outcome. I don’t think we’re there yet with the same quality. I think in a couple of months, maybe a year or two, we will get there, but we’re not there yet. So certain things we can definitely automate. Chat, bots, agenda AI, those things will get better in the future. But a lot of the complexities that still arise in the enterprise company, you’ll still need to problem-solve with your counterparts.

– Joran

I think that’s one of the challenges probably people are going to move into. They might want to go too fast or they might want to do too much. What are the challenges you would foresee that people are really trying to enable AI or automation in their go-to-market, in their scaling their operation?

– Romy

It’s a very interesting question because I think at this point in time, we’re reaching a new era. What I mean by that before you had a little bit of room to breathe when you were starting up your own company. Because competitors were there, but things were not moving as fast as they are now. It might be that you’re building something which you think is extraordinary and as a huge uplift for your customers. But then a huge company like GitLab or AWS is already building it also inside of their own developers, and they will smash you in a second. I think it will become a lot harder for entrepreneurs to build things. It will be more difficult to get funding, and you will need to be a lot faster in order to to get a little bit of that market share before your product was already outdated.

– Joran

Yeah. It’s going to be… I mean, now with the no-code tools out there and the vibe coding, you can quickly build something, I guess.

– Romy

Yeah, you can build something, but that still means you need to sell it. That’s always the question point. Can you build something of value? Are you building something small and you hope that a big company, an enterprise company, acquires you for a couple of million dollars? Fantastic. You can, but you still have to prove that people are willing to pay for it. I see a lot of products coming onto the market, and they’re not that good. They’re not. They’re built quickly with the LLMs. They’re out there. It’s fantastic, but it breaks down in no time because the system’s behind it is not working yet fully. So only building it with AI code is probably not robust enough.

– Reditus Ad

Are you already running an affiliate or referral program, but it’s not really driving growth? Reditus is the affiliate and referral platform built exclusively for B2B SaaS. Combining an in-app referral program, an affiliate network of over 20,000 SaaS affiliates, and AI-powered recruitment that finds new relevant affiliates for you. Migrate for free with our white glove service. Affiliates can keep their link, and you can start managing both programs from one single place. With tracking, payouts, and fraud detection, all handled for you. You can start building a scalable growth channel that compounds without high upfront cost. Want to learn more? Check out getreditus.com

– Joran

So if you would be able to to rebuild a go-to-market motion from scratch or even for an imaginary company right now? How would you do a go-to-market in 2026?

– Romy

Very good question. So if I would start in Europe, first thing I would try to do is try to get funding outside of Europe. That’s one. Two, find really good talent in India, developers in India or Poland. Unfortunately, it’s too expensive to hire here. It will drain your P&L. Thirdly, really try to find a co-founder or try to be so visionary that you’re thinking of something that you know is a market fit that will not be on everybody’s radar as well. You really have to come up with something more extraordinary than you probably had to do a couple of years ago. It’s about raising the right capital, finding the low cost talent, and having that perfect market fit, which you know that gives you enough of a runway for these two years where you know the big players are not getting yet involved in. That would be my three main points that I would look at.

– Joran

Then regarding the first point, raising money, do you think that’s going to be completely necessary or is it more like a way to quickly get to scale?

– Romy

I think it’s completely still necessary because of the speed that we’re going, because your competitors will have that money, and they’re going to hire that talent, which means you don’t have the same capacity to build the same speed as them. So it is about speed and money enables that. Plus the right VC or partner will also have a network that they can hopefully connect you to. So you can say, I think the approach here in Europe is a bit more, Oh, let’s do it bootstrap, let’s build slowly. Let’s build a company. Great. That worked maybe 10 years ago. But I wouldn’t recommend that in this time and age because you’re losing time and you cannot afford to lose time anymore at this point.

– Joran

Yeah. The amount of experiments you can run, the fast you can go is going to be a lot higher.

– Romy

If you have a great idea and you have $400, $500 to spend on, but your competitor in the US already raised a pre-seed of $8 million and is hiring three developers, who’s going to win? Not you. Yeah.

– Joran

The memes you always see it, or I guess the things you read, who’s going to win, I guess, short term, who’s going to win long term? Because in the end, you still want to have an asset and still have equity in the company you run.

– Romy

But you can. If you build it the right way, you don’t lose all of your equity through the different funding rounds. It’s all about being smart and how do you set up your equity in the beginning, how much do you give up per round? When do you raise capital? That’s also a very good point. You don’t want to raise capital if you haven’t proven yet your concept or have done any sales because then your value is much lower than if you have a track record of, Oh, I already have four enterprise companies. It increases. You have to give up less of your share. It’s always a balancing act between the two. But you do need resources. Ai is expensive to be able to build what you want to build.

– Joran

Yeah, nice. I wanted to ask one last question before we dive into the revenue questions. What is a growth loop which is going to be super powerful in 2026? If you would recommend SaaS companies to start using?

– Romy

I found it a very difficult question because I haven’t seen one that really says, That’s when I’ll put my name behind. I think it’s a little bit still too early. I think we’re going to see that, but for that, I need to see a lot more traction in it to be able to put my name behind one. It’s not such a clean picture at the moment for me.

– Joran

But that’s a good answer as well, because in the end, there’s no magic bullet, there’s no certain growth loop which is going to work for every SaaS company.

– Romy

True. I think a lot of change is still coming that we’re not even aware of yet. With all of that ambiguity, it’s very hard to even build a strategy and to say, Well, this is where it’s going to come from. This is where we should focus on. I think the old patterns that we were used to, to some extent, will still stay, but a lot of it will also have to be changed and adapted. We’re right now in that very exciting point of time where everything is still new and we’re replacing our bets But we haven’t shown any real, Okay, this is the golden ticket. This is what you should do.

– Joran

Nice. Final two questions. We’re going to Zoom a lot out. We’re going to have the revenue-related questions. If you could give advice to SaaS founder who’s just starting out and growing from zero to 10K monthly recurring revenue, what advice would you give that person?

– Romy

Focus on your niche. Try to build through your network. Sales contracts are long. It’s difficult. Build through your network. Try to get a foot in the door. And then what I would do is start your pricing models extremely low in the beginning. Don’t care about yet the revenue. Say we’ll sign you a contract for the next two years, 40, 50K. We keep it small. Let me first prove value to you. Start the opposite. We’re going to prove the value and you’re going to be our champions and we’re to learn from each other so that you actually are building the right things for your users, then focusing immediately on the revenue side. Really network, choose your customers well who want to invest in you to build this company with you, and focus only on that in the beginning. Get your 2-3 really pioneering customers in who are your champions, who you can learn from, and then slowly you build your pricing model depending on the value that you’re creating. Because as I mentioned before, that’s going to change as well. You don’t know yet the value that you’re creating. That’s your moment to learn. That would be my first advice.

– Joran

Yeah, so treat them as partners and really see what value you’re delivering. Let’s just assume we now pass 10K MRR, and we’re going to make a huge step towards 10 million ARR. What advice would you give SaaS founders here?

– Romy

Gosh, it’s interesting because I’ve worked with companies. We did about 1. 3 billion and 4 billion. Every time you reach the 10K, the 10 million, the first billion, everything changes, right? It’s a lot of different things. It’s a complicated question because at the 10 million AR, you have so many things running, but you’re still not a big enough player. So many things can still go and you’re out. What I would advise in the first period is, one, reduce cost. I keep on saying this to everybody because people are anxious. We don’t know if there’s not a stock market crash happening. People are not spending the same way. You want to have your reserves and you don’t want to raise funding when you can’t raise funding yet. It’s a delicate den. Try to figure out, and of course, cost us people. I would say, higher less, higher better. What I mean by that is I’d rather have someone more senior that I pay a bit more money for, but can Can you do 2-3 jobs than one person alone. That’s one. Two, what I would tell them to focus on is innovation and technology. It’s such a cliché, but things are rapidly changing so fast.

– Romy

Can you do partnerships? Can you leverage big companies where you can be an asset and they can sell things for you. I think the sales part is going to be extremely dynamic. Yes, you already have proof in your track record because you’ve got clients, you’ve got 10 million in ARR, but then comes the next piece. You’re scaling. Do you want to become an enterprise company or do you want to scale up. When you become an enterprise company, a lot of different elements will need to be there. Then thirdly, it’s more operations. Often these companies, you walk in and they’re like, Oh, my God, guys, I can’t believe we’re doing this. What do you mean? This is a huge risk from legal. This is not set up right. You’ve scaled so fast, but you’re still a broken house. So internally, fix your systems, make them more automated, reduce cost, and make sure you can actually still have that speed, but that you know what’s your next horizon. Is it 100 million? Are you becoming an enterprise customer? Well, that means you have to build your strategy now. Where are you going? And that’s often the question that I would ask my C-suite leaders of, What are we doing?

– Romy

Not now, but in two years. Where are we? Are we in the US? Where did you go to market? Where is the biggest customer is coming from? What acquisitions have we done? And if you cannot answer those questions, you’re in trouble. So that’s what I would focus on. Keep costs low, innovate fast, build your right go-to-market with partners and references, and scale as fast as you can. Take big risks, be bold. That’s what I often see a lack. Think big.

– Joran

I didn’t have a lot of people on a podcast who said, Oh, we grow to billions, I guess. So often the 10 million is already the mark they want to go to or have the ambition, or sometimes they’re on their way. I guess this is the first time I ask a question. I guess if you would set a new revenue milestone after the 10 million, maybe the billion, or I don’t know how far you can go. How does the advice change, I guess, going from then 10K to 10 million and towards your revenue?

– Romy

It’s different because very few companies hit the billions, right? Very few. It’s one of the hardest things. And then especially when you want to get to the 4 billion or 5 billion, that’s the Google, that’s the Amazon. That’s often the dream because every time there’s different phases as you’re getting towards. So depending on which stage you’re in, depending on which sacrifices you want to make, that’s something I would ask. And that’s what I mean by boldness. I think a lot of entrepreneurs dream about the 10K or the first million or the 10 million. But why not a billion? Why don’t build a 4,000 people company? Why not open up new offices and to move to the Bay Area? Go for it. But the sad thing is, what I see at least here, is that 20 years ago in 2000, if you look at the top companies, half of them were still in Europe. Now we’re not. They’re not happening here anymore. They’re happening in China and in the US. So we are behind. And I think we’re behind due to different factors, but we’re also behind with our lack of emanation. You become that company.

– Romy

And if you don’t, that’s okay. But then that impacts, again, a capital risk appetite in Europe. That impacts so many different decisions you’re going to make because if you have a dream 10 million or 10K, it’s very different dreams. A couple of years ago, I asked the CEO, What’s the number one question you think everyone should ask? And he said, When do you do your exit? You need to have a number in mind of what the number is for your exit because that influence every decision you’re making in the company. And I think that’s so true.

– Joran

I think that’s a really good end statement here. Sure. Nice. If you want to get in contact with you, Romy, how can they do so? On LinkedIn.

– Romy

You can find me on LinkedIn.

– Joran

We’re going to add the link in the show notes. Thank you for coming on. Sure. Happy to. Thank you for watching this show of the Grow Your B2B SaaS podcast. You made it till the end, so I think we can assume you like this content. If you did, give us a thumbs up, subscribe to the channel. If you like this content, feel free to reach out if you want to sponsor the show. If you have a specific guest in mind, if you have a specific topic you want us to cover, reach out to me on LinkedIn. More than happy to take a look at it. If you want to know more about Reditus, feel free to reach out as well. But for now, have a great day and good luck growing your B2B SaaS.